Human Resource Management (HRM)

● HRM is an integrated set of processes, practices, programs, and systems in an organization Wave 1 – Early 1900s
that focuses on the effective deployment and development of its employees. ● Focused on the administrative work of HR personnel, such as the terms and conditions of
● Human resource management involves creating personnel policies and procedures that work, delivery of HR services, and regulatory compliance (e.g., payroll). This administrative
support business objectives and strategic plans. Central to this mission is fostering a culture side still exists in HR today, but it is often accomplished differently via technology and
that reflects core values and empowers employees to be as productive as possible. outsourcing solutions.

STRATEGIC PLANS Wave 2 – 1970s

● HR professionals can play an important role in the strategic plan. They may facilitate the ● Focused on the design of innovative HR practice areas, such as, compensation, learning,
process, be involved in external and internal research, and/or manage the strategic plan as it and sourcing. The HR professionals in these practice areas began to interact and share with
relates to its people. each other to build a consistent approach to human resource management. The HR
credibility in Wave 2 came from the delivery of “best-practice” HR solutions.
HRM AS AN INTEGRATED SET OF PROCESSES
● HRM relies upon a sophisticated set of integrated process to help the organization manage Wave 3 – 2000s
human capital. ● HRM continues to be a partner to the business, but has also become a competitive practice
● The effectiveness of HRM lies in how well integrated these processes are and how well for responding to external business conditions. Organizations get ahead of the competition
aligned they are with the mission and strategy of the organization. with their HRM practices.
● For example, a new policy on workplace safety protocols will only be effective if employees
are trained to understand and respect it. Wave 4 – 2020 and Beyond (pandemic):
● In addition, that policy has little chance of taking hold if it is not part of the performance ● The role of HRM has dramatically changed with the onset of Covid19. The pandemic
appraisal process. disrupted organizations across the world. To prevent spreading, employees became remote
● Finally, in a unionized environment, any policy will have to be designed with the cooperation workers.
of the labor union so that it is integrated into the collective agreement. ● Face-to-face collaborating changed to email and videoconferencing. Human resources were
● It takes root in the study of psychology, organizational behavior, and industrial engineering. not only concerned for people’s work health, but their well-being.
● The field has undergone many changes over the last twenty years, giving it an even more ● Their role expanded to quasi-counsellors who provided supports to the employees. As well,
important role in today’s organizations. millions of employees were laid off.
● In the past, human resource management (HRM) was called the personnel department. This ● The workers who stayed on their jobs needed to be protected, stay motivated as a new
department was in charge of hiring people and dealing with the paperwork related to normal emerged.
employment. ● Quickly, company management, along with human resources, needed to change their
approaches to health care.
EVOLUTION AND HISTORY OF HUMAN ● Companies hired doctors, nurses and other health care professionals to provide care.
RESOURCES MANAGEMENT ● Human resources needed to revise job descriptions and decide who could work in specific
(Difference) situations if other employees were absent.
● Human resources assisted the entire family, helped with child care, and elder care,
distributed accurate information about the virus to keep people safe.
Personnel Management Focus HRM Focus
● Human resources dealt with employee’s who were stressed and depressed, and presented
with physical symptoms like fatigue and headaches.
Administering of Policies Helping to design, implement and administer
talent management policies ● Organizations wanted people to know they cared.
● It was human resources who supported the organization’s people.
Stand-alone programs, such as training HRM training programs that are integrated with
company's mission and values

Personnel department responsible for people Partner with management in all areas of hiring
administration and management of people

Creates a cost within the organization Contributes to the profit objectives of the
organization.
 ROLE OF HRM IN ORGANIZATIONS ● Results in higher productivity for the organization
HRM is an umbrella’ term for many different and interrelated functions. A manager is responsible for ● Key component in employee motivation
achieving the organization's goals through the effort of its people. ● Employees who feel they are developing their skills tend to be happier in their jobs,
which results in an increase of employee performance, productivity and retention
1. LEGISLATION AND LAW ● Examples of training courses and programs might include the following:
● It is very important that human resource managers are aware of all the laws that affect the - Job skills training, such as how to use a computer program
workplace and they ensure that the processes in place abide by them. - Training on communication
● An HRM manager will work under the following legal frameworks: - Team-building activities
- National Government - Policy and legal training, such as sexual harassment training, safety
- Provincial Government training and ethics training
- Health and Safety Requirements - Time management skills
- Labour Laws
- Employment Standards 6. PERFORMANCE ASSESSMENT AND MANAGEMENT
● Employee performance is a support role provided by HRM to the organization and
2. CORPORATE POLICIES management.
● In addition to having to comply with the requirements mandated by law, every ● HR has the responsibility of designing, maintaining and administering an
organization may have their own set of unique policies. organization’s performance management policies and systems.
● Example: These policies can be set to: ● Performance appraisal systems may include:-
- ensure fairness(e.g., vacation policy above and beyond those legally - 360 appraisal process
mandated), - Behaviour checklist
- to enhance effectiveness(e.g., internet usage policy), - Graphic rating scale
- or simply to reinforce the culture (e.g., dress code). - MBO or management by objectives
- Annual employee performance appraisals
3. JOB ANALYSIS AND DESIGN - Performance Improvement Plan (PIP)
● Organizations rely on the execution of numerous and varied tasks. These tasks, ● Once a measure of performance is obtained, the HRM professional uses it for
which are often carried by employees, have to be structured in such a way to multiple purposes, including:
maximize efficiency. - Providing feedback for employees
● They should be clear and distinct from each other. - Determining compensation (e.g., bonus, raise,etc.)
● They should also be performed by capable employees. - Taking disciplinary measures
● HRM supports the definition, documentation and organization of these tasks - Supporting career development
through the processes of job analysis and job design.
7. COMPENSATION AND BENEFITS ADMINISTRATION
4. TALENT ACQUISITION ● HRM professionals need to determine that compensation is fair, meets industry
● You need the right people to perform tasks and get work done in the organization. standards, and is high enough to entice people to work for the organization
Even with the most sophisticated machines, humans are still needed, therefore, ● HRM professionals need to make sure the pay is comparable to what other people
● One of the major tasks in HRM is talent acquisition. performing similar jobs are being paid.
● Talent acquisition involves the entire hiring process from posting a job to ● This involves setting up pay systems that take into consideration the number of
negotiating a salary package. Within the talent acquisition function, there are four years with the organization, years of experience, education, and also considers the
main steps: results of external salary surveys.
1. Talent Management Strategy
2. Human Resource (Capital) Pla.
3. Recruitment Plan
4. Selection Process

5. TRAINING AND DEVELOPMENT

● New employees, we want to make sure they are trained to do the job and continue
to grow and develop new skills.
 HR MANAGER COMPETENCIES
8. LABOUR RELATIONS 1. Leadership
● Labour union, also called a trade union or worker’s union, is an organization that ● Ensure employees are happy, have satisfaction with their jobs, perform to the
represents the collective interests of employees. expected outcomes, increase loyalty and trust, and decrease employee turnover.
● HRM professionals are involved in the negotiation (collective bargaining) and 2. Ethical
management of union contract. ● Strengthen the organization’s cultural and ethical environment to protect the
● These contracts typically cover compensation, work schedules, benefits, discipline, organization from adverse behaviours . The result is employee “buy -in” and higher
and other work-related processes. employee performance.
3. Business Acumen
9. HEALTH AND SAFETY ● Understand the business and its operation and how the HR department contributes
● Safety is a major consideration in all organizations. to the overall success of the organization.
● New laws are created with the goal of setting national or provincial standards to 4. Relationships
ensure worker safety. ● Build relationships and interact with customers, executives and employees. Help
● Unions and union contracts can also impact the requirements regarding worker others to build meaningful relationships that result in improving feelings of
safety in the workplace. belonging and inclusion.
● It is up to the HRM to be aware of worker protection requirements and ensure the
workplace is meeting federal, provincial, industry specific and union standards. 5. Consultation
● Worker protection issues might include the following: ● Be an expert in the field of human capital(people).They assist with problems and
- Chemical hazards challenges offering solutions to staffing, training and development, performance
- Heating and ventilation requirements and labour /employee relations. They provide guidance and knowledge to
- Use of “no f rag rance ” zones stakeholders to make decisive decisions.
- Protection of private employee information 6. Data
● Provide data related to human capital metrics. Collect and monitor metrics that
10. HR ANALYTICS adds value to the HR department and the strategic partners.
● Today, a vast amount of information is collected about employees via Human 7. Communication
Resource Information Systems (HRIS). ● Effectively communicate HR policy and practices to employees so they understand
● This information, in turn, can be used to support management decisions using the purpose and value of the policy and practices. The result is employees
sophisticated analytical tools. perceiving the organization to be effective. The messages must be clear, concise
and transparent.
THE HR MANAGER RESPONSIBILITIES 8. Global and Cultural Knowledge
1. Advisor ● Effectively interact with other employees from varying backgrounds and cultures.
● Offer direction to other managers, supervisors, and the executive group related to They need to develop diversity initiatives and use inclusive hiring practices. They
employment policy, unions, ethics, governance and the needs and wants of the need to comply with the laws and regulations.
employees. 9. Credible
2. Policy maker ● Lay the foundation for credibility on a personal level, gain trust with
● Create and implement policy to assist with solutions to problems within the employees/executives/customers, build relationships with departments, lead with
organization. It is their job to ensure that the organization’s needs are aligned with integrity and an inclusive attitude, and show they are a valued leader within the
the employee’s needs, and visa versa. organization.
3. Service provider
● Ensure the HR services are effective including hiring, testing, planning,
HUMAN RESOURCES AND ENVIRONMENTAL FACTORS
performance, and training programs. They must ensure that the employees are
engaged, productive and performing to meet the needs of the strategic plan.
4. HR Professional External Factors Internal Factors
● Be an expert in the field of HR with the education, skills and experience needed to
Labor Market Organization Culture
perform the job.
Economy Management Practice
5. Advocate Production Organizational Climate
● Listen to and act in the best interests of the employees and the organization.
 Step 4. Develop your plan
Generation of Workers Technology
The organization must develop a plan that prioritizes
Education Globalization
Government human resources to achieve business goals and implement strategies to close the gaps identified in
step three.

BUSINESS CHALLENGES Step 5. Measure your progress

Involves measuring progress and periodically reviewing and updating the human resources plan. The
Globalization article also provides questions to consider for each step.
Offshoring
Changes to employment law FORECASTING DEMAND FOR LABOUR
Health, safety, and employee protection ● HR departments need to forecast the need of people for its company.
Employee expectations (eg. compensation, standard hours) ● A forecast is an estimate of future human resources that a company needs to be successful.
Diversity of the workforce
● How companies forecast is weighted on several factors.
Changing demographics of the workforce
Changes in education profile of workers
Layoffs and downsizing 1. Strategic Plan
Advanced technologies This plan determines the long term objectives of the company related to growth,
Evolving industry products/services, markets, and how many employees it needs to meet these objectives.

HUMAN RESOURCES PLANNING AND STRATEGY 2. Legal Issues

The political, legal and social changes within an economy help companies predict the future.
HR Planning
● HR Planning is a strategic process that helps companies plan for future human resources 3. Competition
that are needed to support the growth, or downsizing of production demands. In today’s workplace, the global market is expanding. What a domestic company could
● It allows companies to predict the future, analyze the needs of the company, decide the expect to produce is now impacted by international competition. Some industries change
market availability of candidates for specific jobs, and make decisions when and how to adapt more than others
and use human resources (people.)
● The strategic plan is developed by internal and external forces that help with success. 4. Technology
● When developing the HR Plan it is important that it aligns with the strategic plan, and bring Technological changes affect supply and demand. While technology has reduced the need
the two together with a focus on the longer term success of the company. for some jobs, it has created more jobs in other fields of work.
● HR departments begin an HR Plan by predicting or anticipating the number of employees
they will need with the expansion, and what skills the new employees will need to possess. 5. Turnover of Turnover Employees
● HR planning is a process of identifying the company’s current and future “people” needs. It Turnover is when an employee leaves the company through resignation, layoff or firing.
involves hiring the right people, creating an environment that supports employee’s work, and
develop the capacity to ensure the company’s success. 6. Demographics
Companies need to use data to predict who will retire and when they will retire to ensure they
HR Planning Process have enough replacement employees. Hiring based on age (FB company), gender (fashion
Step 1. Review your business goals industry).
The organization should review its business goals and develop governance structures, systems, and
processes to support human resources and business planning. 7. Budgets
Company budgets may increase or decrease. Companies plan their human resources based
Step 2. Scan the environment on profits and profit margins.
The business should scan the environment for internal and external factors that may influence the
organization’s capacity to achieve its goals.

Step 3. Identify the gaps HUMAN RESOURCES SUPPLY

Involves identifying gaps by analyzing the current situation and comparing it with the desired state. How to fill the need for demand. 2 ways to solve:
1. Internal Supply
 ● are the existing employees who can be promoted to new positions, transferred to
other departments or satellite offices, and could be demoted. Compliance
● An HRIS will stay current on regulations impacting HR and adapt the software to make it easy
2. External Supply for organizations to meet compliance requirements, if, for example, the government were to
● is hiring from outside the company. change.

ESTIMATING EXTERNAL SUPPLY:LABOUR MARKET Time Savings

Labour market analysis ● Many HR processes are made quick and simple with an HRIS. For instance, employees can
● Studies the company's labour market to assess the present and future availability of ask for time off using the mobile application, and the manager can approve it in seconds the
employees. same way.
● Another way to find employees is to target those employed in other companies.
Employee Experience
Community Attitudes ● A HRIS can help improve employees’ perceptions of their organizations. Whether through a
● The attitude of the local, national and international community affects the labour market. smooth and quick onboarding process, an app that allows employees to look up a coworker’s
● Employers are fickle in the global market. They can move their business to another region or contact information, or the ability to update and request time off, a good HRIS can help
country because of attitudes. employees have a better experience.

Demographics Convenience
● Demographics affect the labour market in planning and trends for the future. Often, the ● Most HRIS now are multi- platform, and managers have the ability to pull together a report in
government tracks trends in the labour market years in advance. only a few clicks on their phone.

HR RESPONSE AND PLAN FOR SUPPLY AND DEMAND HR Strategy

● HR departments should be prepared and have strategies in place to meet workforce supply ● With fewer operational tasks to manage, HR Managers can spend their valuable skills and
and demand needs. time on strategic HR initiatives that improve business outcomes. Improving retention,
● They can either: increasing productivity, and monitoring the company culture are just a few ways HR can
- reduce the workforce due to over-supply, better inform their HR strategy when they have an HRIS.
- or increase the workforce in response to labour shortages.
HR ANALYTICS
PLAN FOR REDUCING EMPLOYEES ● While the HRIS is responsible for collecting and organizing HR data, HR analytics is the
process of analyzing this data in order to improve an organization’s workforce performance.
● Leaves without pay ● Early retirement
● The process can also be referred to as talent analytics, people analytics, or even workforce
● Incentives to leave the company ● Part-time employment
● Termination ● Hiring new employees analytics.
● Layoff ● Contract work
● Attrition ● Outsourcing HR analytics: HR analytics specifically deals with the metrics of the HR function, such as time to hire,
● Hiring Freeze ● Crowdsourcing training expense per employee, and time until promotion. All these metrics are managed exclusively by
● Job sharing ● Overtime HR for HR.

HUMAN RESOURCES INFORMATION SYSTEMS (HRIS) People analytics: often used as a synonym for HR analytics, is technically applicable to “people” in
HRIS helps companies organize and manage people-related data. Because all this information is general. It can encompass any group of individuals even outside the organization.
housed in one location, it serves as a single source of accurate data and often allows users to create
reports that canbeused to identify trends and make business decisions. DATA
● At the base of HR analytics is data. The wealth of data currently available to HR managers
has increased exponentially in the past few years.
● As a result of high-performance HRIS and new technology such as employee tracking, HR
BENEFITS OF HRIS managers now have a great deal of information at their disposal.
Organization
● An HRIS allows for information to be easily collected, tracked, updated, and searched. Type of data collected in the organization:
 ● Revenue per employee ● Involuntary turnover rate
Time to hire
● Offer acceptance rate ● Time to fill
● Training expenses per employee ● Time to hire ● The number of days between approaching a candidate and the candidate’s acceptance of the
● Training efficiency ● Absenteeism job offer.
● Voluntary turnover rate ● Just like time to fill, data-driven analysis of time to hire can benefit recruiters and help them
improve the candidate experience to reduce this time.
Revenue per employee
● Obtained by dividing a company’s revenue by the total number of employees in the company.
Absenteeism
● This indicates the average revenue each employee generates. It is a measure of how
● Absenteeism is a productivity metric, which is measured by dividing the number of days
efficient an organization is at enabling revenue generation through employees.
missed by the total number of scheduled workdays.
● Absenteeism can offer insights into overall employee health and can also serve as an
Offer acceptance rate
indicator of employee happiness
● The number of accepted formal job offers (not verbal) divided by the total number of job offers
given in a certain period.
ANALYTICS AND THE LAW
● A higher rate (above 85%) indicates a good ratio. If it is lower, this data can be used to
Some legal considerations to keep in mind when implementing an HR analytics solution are:
redefine the company’s talent acquisition strategy.
1. Employee privacy and anonymity
2. Consent from employees about the amount and type of data collected
Training expenses per employee
3. Establishing the goal of data collection and informing employees accordingly
● Obtained by dividing the total training expense by the total number of employees who
4. IT security when using third-party software to run HR analytics
received training.
5. Location of the HR analytics vendor – with whom the data will be stored – and their
● The value of this expense can be determined by measuring the training efficiency.
compliance with local laws
● Poor efficiency may lead you to re-evaluate the training expense per employee.
HR ANALYTICS APPLICATION
JOB DESIGN
Training efficiency
● Job design helps to structure jobs to make them more motivating and to increase the
● Obtained from the analysis of multiple data points, such as performance improvement, test
performance of employees.
scores, and upward transition in employees’ roles in the organization after training.
● Data, and more specifically data analytics, can allow HR Managers to pinpoint areas that
● Measuring training efficiency can be crucial to evaluating the effectiveness of a training
facilitate or impede motivation or performance
program

RECRUITMENT
Voluntary turnover rate
● The objective of recruitment is to generate the maximum number of quality applications
● Voluntary turnover occurs when employees voluntarily choose to leave their jobs.
possible; recruitment analytics borrows heavily from marketing science.
● It is calculated by dividing the number of employees who left voluntarily by the total number of
● Recruiters that use analytical tools rely on segmentation, statistical analysis, and the
employees in the organization.
development of optimal people models(i.e., ideal candidates).
● This metric can lead to the identifying gaps in the employee experience that are contributing
● Since an increasing majority of recruitment occurs electronically, there is a vast amount of
to voluntary attrition.
data available to recruiters to seek to optimize their processes.
Involuntary turnover rate
TALENT ACQUISITION
● When an employee is terminated from their position, it is termed “involuntary.”
● The objective of talent acquisition is to find the best employee for a specific job.
● The rate of involuntary turnover is calculated by dividing the number of employees who left
● This can be a daunting task. People are complex and evaluating them is fraught with
involuntarily by the total number of employees in the organization.
obstacles such as biases.
● This metric can be tied back to the recruitment strategy and used to develop a plan to
● HR analytics allows the HR department to cut through this complexity.
improve the quality of hires to avoid involuntary turnover.
● For example, HR managers can analyze the profiles of their top performers, identify their
characteristics (e.g., they have MBA’s, were involved in high-level athletics, or are introverts)
Time to fill
and align their staffing processes accordingly
● The number of days between advertising a job opening and hiring someone to fill that
position.
TRAINING
● By measuring the time to fill, recruiters can alter their recruitment strategy to identify areas
where the most time is being spent.
 ● Fuelled by data and analytics, ‘adaptive’ learning technology allows courses, course
Position Office Manager
segments, activities, and test questions to be personalized to suit the learner’s preference, in
terms of pace and method of learning.
Job Family Senior Accountant, Accounts Payable Clerk,
● Individual, self-paced online learning is also arguably more cost effective than pulling Bookkeeper, Junior Accountant, Financial
employees out of their job for a day or week to send them on expensive training courses. Controller
● Importantly, self directed learning helps integrate ongoing development into employees’
everyday routines.
HR managers collect information about jobs, positions, and job families for:
COMPENSATION ● HR planning
● Whether it is managing job candidate salary expectations or looking for evidence of pay ● hiring
equity, data allows HR managers to make decisions based on facts. ● training and development,
● performance appraisals,
PERFORMANCE MANAGEMENT ● compensation
● UPS has taken the use of data and analytics in performance management to an entirely new ● following the laws and legislation
level.
● For example, the handheld computer that drivers have been carrying for years (those STRATEGIC IMPACT OF JOB ANALYSIS
electronic boxes you sign to say you received your parcel) is actually a sophisticated device 1. Recruitment
that helps drivers make better decisions, such as which order to deliver parcels in for the ● Job specifications are needed before a job can be advertised including knowledge, skills,
most efficient route. abilities (KSA).
● In addition, UPS trucks are fitted with more than 200 sensors that gather data on everything
from whether the driver is wearing a seatbelt to how many times the driver has to reverse or 2. Selection
make a U-turn. ● A job description is necessary to help HR, managers and the employees to become familiar
with their job.
HEALTH AND SAFETY
● Safety-oriented companies rely on analysis of historical safety incidents to identify potential 3. Training and Development
trends ● HR managers need to stay current on trends and future skills requirements; and provide or
● Through advanced analytics, companies can use predictive modeling techniques to identify offer training to ensure employees skills and talents are up-to-date. This ensures the
the factors of incidents. company remains competitive in the economy.
● The goal is effective prevention.
4. Performance Appraisals
JOB ANALYSIS and JOB DESIGN ● Employees are evaluated on their work performance. This ensures the company remains
competitive in the economy.
STRATEGY AND JOB ANALYSIS
A job is a paid position to complete a task or a piece of work. 5. Compensation
● The tasks are related or similar in nature. ● Employees are assigned a rate of pay that is determined by their worth to the company.
● There are different jobs that require different skills, knowledge and experiences. Worth is decided based on skills, knowledge and abilities (KSA), responsibilities, and
● Companies may have several similar jobs that many people complete, and it is the same job. experience.

A position is paid and is a group of responsibilities assigned to one person, and this person has specific 6. Laws and Legislation
duties. ● HRM has a collection of data that ensures job descriptions and specifications match the rate
Some positions may be similar, yet grouped together called a job family. of pay.
● This could present an issue if a person was paid less for the skills they bring to the company.
● It might be considered discrimination.

Job Customer Service Representative

JOB ANALYSIS
 ● It is a systematic process used to identify and determine, in detail, the particular job duties ● It is more appropriate for specific, high-level positions.
and requirements and the relative importance of these duties for a given job.
● It allows HR managers to understand what tasks people actually perform in their jobs and the SOURCE OF DATA
human abilities required to perform these tasks. ● Human data sources
Job analysis aims to answer questions such as: ● Non-human data sources
● What are the specific elements of the job?
Type of Source Possible Sources
● What physical and mental activities does the worker undertake?
● When is the job to be performed?
Non Human Sources Previous job analysis reports
● Where is the job to be performed? Existing job descriptions and specifications
● Under what conditions is it to be performed? Equipment maintenance records
Equipment design blueprints
Examples of how the results of job analysis can be used in HRM: Architectural blueprints of work area
● Production of accurate job postings to attract strong candidates; Recordings of employee working
● Identification of critical knowledge, skills, and abilities required for success to include as hiring Training manuals and materials
Magazines, newspapers, other literature
criteria;
● Identification of risks associated with the job responsibilities to prevent accidents;
Human Sources Job Incumbents
● Design of performance appraisal systems that measure actual job elements;
Supervisors
● Development of equitable compensation plans; Job Experts
● Design training programs that address specific and relevant knowledge, skills, and abilities. Professional Associations & Governing Bodies

Information gathered from the job analysis falls into two categories:
METHODS OF DATA COLLECTION
- task demands of a job
The most effective technique when collecting information for a job analysis is to obtain information
- human attributes necessary to perform these tasks.
through direct observation as well as from the most qualified incumbent(s) via questionnaires or
interviews.
Types of job analyses that can be performed:
1. Task based job analysis Open-ended Job incumbents and/or managers fill out questionnaires about the
● Tasks are to be expressed in the format of a task statement. questionnaire Knowledge, Skills,
● The task statement is considered the single most important element of the task and Abilities (KSA’s)necessary for the job.
analysis process.
HR compiles the answers and publishes a composite statement of job
● It provides a standardized, concise format to describe worker actions.
requirements.
● Task statements should provide a clear, complete picture of what is being done,
how it is being done and why it is being done. This method produces reasonable job requirements with input from
● A complete task statement will answer four questions: employees and managers and helps analyze many jobs with limited
(1) Performs what action? (action verb) resources.
(2) To whom or what? (object of the verb)
(3) To produce what? or Why is it necessary? (expected output) This can be completed on paper or online, many are available for free.
(4) Using what tools, equipment, work aids, processes?
● When writing task statements, always begin each task statement with a verb to Structured These questionnaires only allow specific responses aimed at determining
questionnaire the nature of the tasks that are performed, their relative importance,
show the action you are taking. frequencies, and, at times, the skills required to perform them.
● Do not use abbreviations and rely on common and easily understood terms.
● Be sure to make statements very clear so that a person with no knowledge of the It is helpful to define a job objectively, which also enables analysis with
department or the job will understand what is actually done. computer models.

2. Skills-based job analysis This questionnaire shows how an HR professional might gather data for
a job analysis.
● Focuses on the specific knowledge and abilities an employee must have to perform
the job.
Interview In a face-to-face interview, the interviewer obtains the necessary
● This method is less precise and more subjective.
 ● Department
information from the employee about the KSAs needed to perform the
● Job Summary
job.
● Reports to
The interviewer uses predetermined questions, with additional follow-up ● Duties and responsibilities
questions based on the employee’s response. ● Working Conditions
2. Think of the job description as a snapshot of the job.
This method works well for professional jobs. 3. Communicate clearly and concisely.
4. Make sure the job description is interesting to the right candidate applying for the job.
Observation Employees are directly observed performing job tasks, and observations 5. Avoid acronyms.
are translated into the necessary KSAs for the job.
6. Don't try to fit all job aspects into the job description.
Observation provides a realistic view of the job’s daily tasks and activities 7. Proofread the job description.
and works best for short cycle production jobs.
JOB SPECIFICATION
Work Diary or A work diary or log is a record maintained by the employee and includes Job Specifications includes the knowledge, skills and abilities (KSA) and other characteristics required
Log the frequency and timing of tasks. to complete the job. These can include experience, education requirements, physical and/or mental
demands of the job, and training.
The employee keeps logs over a period of days or weeks.
JOB DESIGN
HR analyzes the logs, identifies patterns and translates them into duties
and responsibilities. It pertains to the specification of contents, methods, and relationship of jobs in order to satisfy
technological and organizational requirements as well as the social and personal requirements of the
This method provides an enormous amount of data, but much of it is job holder.
difficult to interpret, may not be job-related and is difficult to keep
up-to-date. When an organization is changing or expanding, human resource professionals must also help plan for
new jobs and shape them accordingly. These situations call for job design and business process
EVALUATE AND VERIFY THE DATA re-engineering (BPE/BPR), the process of defining the way work will be performed and the tasks that a
● Once obtained, job analysis information needs to be validated. given job requires.
● This can be done with workers performing the job or with the immediate supervisor, for
accuracy purposes. To design jobs effectively, a person must thoroughly understand the job itself (through job analysis) and
● This corroboration of the data will ensure the information’s accuracy, also help the its place in the larger work unit’s work flow process.
employees’ acceptance of the job analysis data.
Having a detailed knowledge of the tasks performed in the work unit and in the job gives the manager
JOB DESCRIPTION many alternative ways to design a job.
● It is a document that includes job tasks and duties.
● It is essentially a standardized summary of a job DESIGNING EFFICIENT JOBS
● Include the following components: Job Characteristics Model
1. Date
2. Job title
3. Classification
4. Job functions (the tasks the employee performs)
5. KSA (Knowledge, Skills and Abilities) – what an employee is expected to know
and be able to do, as well as personal attributes
6. Education and experience required
7. Physical requirements of the job (ability to lift, see, or hear, for example)

TIPS TO WRITING A GOOD JOB DESCRIPTION

The job characteristics model is one of the most influential attempts to design jobs with increased
1. Be sure to include the pertinent information:
motivational properties.
● Title
 Job Enlargement
The model describes five core job characteristics leading to critical psychological states, resulting in ● is a job design approach in which the scope of a job is increased through extending and
work- related outcomes. enhancing the range of its job duties and responsibilities.
● It involves combining various activities at the same level in the organization and adding them
Skills Variety to the existing job.
● refers to the extent to which the job requires a person to utilize multiple skills.
Example: A car wash employee whose job consists of directing customers into the automated Job Enrichment
car wash demonstrates low levels of skill variety, whereas a car wash employee who acts as ● It is a job design approach aimed at making work more interesting and challenging for the
a cashier, maintains car wash equipment, and manages the inventory of chemicals employees.
demonstrates high skill variety. ● It mainly consists of giving more responsibility and opportunities for impact than what
originally applied to the job, creating opportunities for professional growth and recognition.
Task Identity
● refers to the degree to which a person is in charge of completing an identifiable piece of work Ergonomics
from start to finish. ● Ensures the job is safe and effective. As well, it is anchored in improving safety for all
Example: A web designer who designs parts of a website will have low task identity, because employees and ensuring employees are comfortable. The idea is that job is a good fit for the
the work blends in with other Web designers’ work; in the end it will be hard for anyone person.
person to claim responsibility for the final output. The webmaster who designs an entire web
site will have high task identity. TRENDS IN JOB DESIGN

Telecommuting Flexible working Artificial intelligence

Task Significance
Team-based work hours
● refers to whether a person’s job substantially affects other people’s work, health, or well Alternative work
being. patterns
Example: A janitor who cleans the floors at an office building may find the job low
insignificance, thinking itis not a very important job. However, janitors cleaning the floors at a
TALENT ACQUISITION
hospital may see their role as essential in helping patients get better.
Recruitment
● A process that provides the organization with a pool of qualified job candidates from which to
Autonomy
choose.
● It is the degree to which a person has the freedom to decide how to perform his or her tasks.
Example: An instructor required to follow a predetermined textbook, covering a given list of
HUMAN RESOURCE (CAPITAL) PLAN
topics using a specified list of classroom activities, has low autonomy. On the other hand, an
Although it might seem straightforward, obtaining the right talent, at the right place and at the right time,
instructor who is free to choose the textbook, design the course content, and use any
is not easy and requires extensive planning. A human resource plan comprises six main steps:
relevant materials when delivering lectures has higher levels of autonomy.
1. Evaluate the goals of the organization
2. Identify the factors that might affect the Human Resource (Capital) Plan
Feedback
3. Establish the current talent landscape
● Refers to the degree to which people learn how effective they are being at work. Feedback at
4. TrendAnalysis
work may come from other people, such as supervisors, peers, subordinates, and customers,
5. Conduct a gap analysis
or it may come from the job itself.
6. Develop a Recruitment Plan
Example: A salesperson who gives presentations to potential clients but is not informed of the
- Trend Analysis
clients’ decisions, has low feedback at work. If this person receives notification that a sale
- Recruitment Pipeline
was made based on the presentation, feedback will be high.
- Yield Ratio

APPROACHES TO JOB DESIGN

Recruitment Plan
Industrial Engineering Approach
● Important element to consider is whether the pool of candidates will be sourced internally,
● Looks for the simplest way to structure work in order to maximize efficiency.
externally, or both.
● Reduces the complexity of the work, making it so simple that almost anyone can be trained
quickly and easily to perform the job.
Possible Advantages and Disadvantages of Hiring an Internal versus an External Candidate Work History:
● Employers ask for a list of employers that includes dates, worked reason forleaving, and
Type of Advantages Disadvantages
duties fulfilled at pastjobs. Included may be the applicant’s job title, starting and ending pay,
Recruitmen
t and a supervisor’s name; as well, as address and telephone number of past employers.

Internal ● Rewards contributions of ● Can produce "employee References:

Recruitment current staff inbreeding," which may ● Employers may ask for references from past employers, or personalreferences such as
● Can be more cost reduce diversity and friends.
effective, as opposed to different perspectives
using a traditional ● May influence office Other Information:
recruitment strategy politics as employees
● Sometimes application forms include criminal record, credit history, other family/ friends who
● Can improve morale compete for promotions or
● Knowing the past opportunities may work for the employer currently.
performance of the ● Can create bad feelings if
candidate can assist in an internal candidate Applicant Signature:
knowing if they meet the applies for a job and ● The application must sign the application that the information is true and accurate. A date is
criteria doesn't get it included. The signature also allows the employerto check references, or other records as
deemed important to the employer i.e. working in a bank may require checking criminal
External ● Brings new talent into the ● Implementation of a record (Smith, 2021).
Recruitment company recruitment strategy can
● Can help an organization be expensive
obtain diversity goals ● Can cause morale RECRUITING STRATEGIES
● New ideas and insight problems for internal Professional Recruiters
brought into the company candidates 1. Corporate recruiter
● Can take longer for 2. Temporary recruitment or staffing firm
training and orientation 3. Executive search firm

Application Forms Job Websites

● Another way employers determined suitability of people applying for jobs is the job 1. Internet Job Sites
application form. it serves as document that may require more detailed information than the 2. Company Job Sites
resume provides. These application forms are customized to each employer.
Social Media
Job Application Information ● The goal of using social media as a recruiting tool is to create a buzz about your organization,
Personal Information: share stories of successful employees, and tout an interesting culture. Even smaller
● Employer may contact the person with a full name, address, telephone number, email companies can utilize this technology by posting job openings as their status updates. This
address. Employers cannot ask people for information related to marital status, birth place, strategy is relatively inexpensive.
place of origin, sex, race, religion. These would be considered discrimination.
Campus Recruiting and Events
Employment Status: Professional Associations
● Employer may ask the intention or employment goals ofthe applicant. Other questions might Referrals
include a willingness to work shift work, weekends, salary expectations, full time/parttime.
● The HR department can match the person’s preferences with available jobs. The employer The Interview
may wish to ask current employment status, and the employer name. Often there is a box to The Selection Process
check whether or not, the employer may contact the current employer. ● Refers to the multiple steps involved in choosing people who have the right qualifications to
fill a current or future job opening.
Education: ● Usually, managers and supervisors will have the ultimate decision as to who gets hired, but
● Employer asks about the education levels of the applicant, both formal and informal. Other the role of HRM is to create a funnel, narrowing down the list of candidates and guiding
skills certifications, diplomas may be included. managers in this process.
 INTERVIEW STRUCTURES

Unstructured interviews Structured interviews

are when the interview does not have a plan for are when candidates are asked a set of
the interview or the interview questions. standardized, pre-determined questions based
on the job analysis

TYPES OF STRUCTURED QUESTIONS

Situational Questions Behavioural interviews

Questions focus on situations that may arise in The interview asks questions from the
Step One: Criteria development
the actual job that the applicant is applying for in applicant’s past work experiences to evaluate
● Determining which characteristics are sought for the position and how those characteristics the company how they have dealt with challenging situations
will be assessed during the selection process. in the past.
● The criteria should be related directly to the job analysis and the job specifications.

TYPES OF STRUCTURED QUESTIONS

Step Two: Application and resume review
Personality Based Questions
● Once the criteria have been developed, applications can be reviewed. Increasingly, HR
● The interviewer may want to get to you on a more personal level. They might ask questions
managers use automated software to screen applications and resumes. These are based on
about your hobbies and interests outside of work. Also, they may want to know what excites
keywords searches that narrow down the number of candidates’ resumes for review.
you, motivates you; or what your passions are professional or personally. The applicant
wants to attempt to align interests, passions or motivators with their work.
Step Three: Interviewing
● After the HR manager and hiring manager have determined which applications meet the
INTERVIEW TYPES
minimum criteria, they must select those people to be interviewed. Most people do not have
Telephone/video interview:
time to interview twenty or thirty candidates, so the list of candidates is reduced to a ‘shortlist’
● A telephone interview is a relatively quick and inexpensive prescreening to narrow the list of
– typically to 3 to 5 candidates for a final round of screening.
people before a traditional interview. It can be used to determine salary requirements or other
data that might automatically rule out giving someone a traditional interview. It is an
Step Four: Test administration
opportunity for candidates to disqualify themselves from the selection process
● After the interview stage, a company may administer a test or series of tests before a hiring
decision is made. These could include drug tests, physical fitness tests, personality tests,
Panel interview:
and/or cognitive tests. Increasingly, at this stage, companies also perform social media
● A panel interview occurs when several people are interviewing one candidate at the same
checksto confirm that the information in their resume is the same as posted online, or to see
time. While this type of interview can be nerve racking for the candidate, it can also be a
how applicants present themselves to the public.
more effective use of time.
Step Five: Selection
Group interview:
● Hiring manager(s) should have the information they need to select the best suitable
● In a group interview, two or more candidates interview at the same time. This type of
candidate for the position. All of the information gathered throughout the process is reviewed
interview can be an excellent source of information if you need to know how they may relate
and a decision is made. Once the ideal candidate is selected, some organizations also
to other people in their job. This method can be useful if you expect to hire more than one
perform reference checks and credit report checks to confirm final suitability.
candidate of the group and want to observe ‘team’ dynamics – or who might best work well
●
together.
Step Six: Making the offer
● The last step in the selection process is to offer a position to the chosen candidate. The
Company tour/meal or cocktail interviews:
development of an offer via e-mail or letter is a formal part of the process and requires careful
● Many organizations offer to take the candidate to lunch or dinner for the interview. Others
articulation of all elements and conditions of the offer. Compensation and benefits will be
may offer a tour of the workplace. This can allow for a more casual meeting where, as the
defined in an offer, as will any unique legal considerations.
interviewer, you might be able to gather more information about the person, such as their
manners, social skills, and treatment of waitstaff.